Strategic Plan 2025–2028

Objectives

• Balance enrollment for student segments (dual enrollment, adult learners, traditional college students, etc.).

• Expand total enrollment by X%.

• Expand summer enrollment by X%

• Increase access to student educational goal completion.

Key Actions

• Develop and implement a strategic enrollment management plan.
• Explore programs that meet business and industry needs.
• Evaluate and address barriers for attracting and retaining adult learners.

• Explore feasibility and potential impact of expanding athletics to drive full-time enrollment and provide a meaningful student experience.

Objectives

• Satisfaction target rates for online courses.
• Job placement rates.
• Percentage of students completing an experiential learning activity.
• Objectives tied to professional development and/or learning outcomes.
• Transfer placement rates.
• Improve curriculum quality.

Key Actions

• Improve the quality of online instruction.

• Embed experiential and work-based learning across the curriculum.

• Develop seamless transfer pathways for guaranteed admission into four-year programs post-GOCC.

• Implement evidence-based, institution-wide reforms grounded in the four pillars of the guided pathways framework.

• Align the annual course schedule with student needs.

• Support opportunities for academic and personal growth.

• Improve and build quality curriculum aligned with best practices.

Objectives

• Improve and increase employer-aligned training programs and workshops.

• Increase customized short-term training programs based on employer and community needs.

• Increase work-based learning opportunities and the number of employers offering opportunities by 25% over the next three years.

• Develop systems to assist students with job placement in their field of study.

• Increase enrollment of adult learners (21 and older) by X%.

Key Actions

• Conduct a comprehensive needs assessment and adjust programming, as appropriate.

• Design, develop, and market demand-driven short-term training, credentialing, and licensure.

• Develop various work-based learning opportunities for applied degrees and certificates.

Objectives

• Diversify revenue streams to support long-term financial sustainability.

• Establish procurement structures to improve institutional effectiveness.

• Optimize IT infrastructure to increase operational efficiency.

• Establish and maintain sufficient staffing, compensation, and benefits to support core functions and strategic initiatives.

• Identify operational and capital needs to better support student success, academic programs, and future growth.

Key Actions

• Diversify and grow college funds.

• Streamline procurement efficiency campus-wide.

• Ensure campus technology supports operational and instructional success.

• Develop and implement a staffing plan to ensure all departments are efficiently staffed and appropriately compensated.

• Implement campus safety recommendations and provide necessary resources.

• Align operation and facility needs with strategic goals.

Objectives

• Increase community awareness and engagement.

• Increase the number of active community partnerships.

• Increase student engagement in community service and civic leadership.

Key Actions

• Develop refreshed branding and enhanced marketing efforts.
• Develop a community partnership inventory to assess current collaborations and identify gaps in services.
• Hire a Dean of Student Engagement to increase student involvement on campus and in the community.
• Host community events that showcase academic programs and support services.

Objectives

• Launch an internal innovation grant program with a goal of funding at least X employee-led projects annually.

• Integrate continuous improvement goals into all department work plans by FY27.

• Achieve at least X% employee satisfaction in workplace culture as measured by annual internal surveys.

• Implement professional development plans for all employees.

Key Actions

• Enhance professional development opportunities for all employee groups.
• Develop systems to incentivize innovation and creativity aligned with strategic goals.
• Provide additional opportunities for collaboration and fellowship across departments.